1.

EXECUTIVE SUMMARY

• The project was basically divided into two phases. In phase one; work related to
branding was carried out. It involved, consolidating print media opportunities at B2B
level and analyzing them to develop ideal media mix for the branding of the company
and defining media spends for maximum impact based on the budgets provided. It
also involved sales & marketing tool development by consolidating all customer
references and analyzing them to primarily determine spread and gaps across Industry
Verticals.

• In phase two, the task to implement SALES MANAGEMENT SYSTEM (SMS) was
started. It involved, identification of process deficiencies and setting up mechanism to
systematically eliminate bugs/threats, tracking all service requests that come in
through the user base and following up with the Software vendor for the same,
liaisoning with the software vendor to ensure timely bug resolution and closing of all
complaints within 48 hours of them being logged, creation of automated audio video
training tool for end users.

• The future aspect of the work done related to branding could be to define a media
campaign and release it, also analyzing electronic media, device a communication
strategy to highlight the company’s strong reference base through media campaign,
sharing of case studies with customers, direct mailers and E-mailers. Also, completion
of tasks related to SMS may contribute towards releasing the final version of the
software by elimination of various usability and human issues.

1
 2. COMPANY PROFILE

2.1 INTRODUCTION:-

• For over half a century, Forbes Marshall has been building steam engineering and
control instrumentation solutions that work for process industry. Forbes Marshall's
goal is to provide solutions in Energy, Efficiency and Process Automation, using the
best technology the world has to offer. 50 years ago we started out with steam
generation solutions. Today Forbes Marshall comprises of twelve business divisions;
most of them partnering with the world technology leaders in respective fields,
manufacturing products that cover the entire spectrum of energy generation, energy
efficiency, control and instrumentation for the process & power industry.

• From their unique corporate structure & commitment to quality, to extensive

community and social service programs, there's a lot that makes them stand out from
the rest.

• In the last five decades Forbes Marshall has grown from a modest, Mumbai based
trading company to a multi-divisional, ISO 9001 certified global company
manufacturing advanced engineering products for process & power industries across
the World. Forbes Marshall is probably the only company in the world to have
extensive expertise in both steam and control instrumentation. The dual expertise has
allowed Forbes Marshall to engineer industry specific systems that focus on energy
efficiency and utilities management for sectors as diverse as textiles, food processing,
paper, power and chemicals etc.

2
 THE HISTORY:-

• In 1926 Forbes Marshall made first supply of textile accessories to a thriving textile
industry in Ahmedabad, Western India. In 1946, the Spirax department was set up as
a representative of Spirax Sarco, U.K., world leaders, in the technology of efficient
and effective use of steam as a source of energy. Hundreds of surveys were done in
process industries, especially textile mills, and it was proved that by using Spirax
products, great savings could be made in fuel bills. In 1958, following the policy of
indigenous manufacture as prescribed to Indian companies by the Government, the
first manufacturing unit of the Spirax Marshall division was established in Kasarwadi,
Pune, with 12 people. Forbes Marshall today has six manufacturing divisions in joint
venture with leading International companies, and has representations with several
more. A leader in Process Efficiency and Energy Conservation over the last 50 years,
through joint ventures, technology tie-ups and focused investment in manufacturing
and research, Forbes Marshall has added products and services to serve complex and
critical needs in industry.

• In 1946, soon after the association with Spirax Sarco, UK became operative, Forbes
Marshall finalized a tie up with Cochran boilers for selling packaged boilers. Later,
Spirax Marshall, a joint venture born out of this association with Spirax Sarco, was
formed. The superior technology and manufacturing quality of Spirax Marshall steam
traps and other steam related equipment, made them very popular with Indian
industry. The products of Spirax Marshall soon became the standard for increasing
steam efficiency in the process industry. In 1962, building on the expertise gained
through studying hundreds of process plants for energy conservation
recommendations and improvements, Forbes Marshall entered the field of control
instrumentation introducing a range of world class pH analysers. In joint venture with
Cambridge Instruments, UK, and later with Polymetron of France (now part of Hach
Ultra Analytics, USA), Forbes Marshall began manufacture of a complete range of
water quality analysers. A natural extension of the expertise in Steam processing and
analysis of liquids was the management of process media; through a joint venture
with Krohne Messtechnik, Germany, Forbes Marshall began manufacturing a wide
range of flow and level equipment. Krohne Marshall’s vortex flowmeter,

3
 manufactured in India for the world market, soon became known as one of the most
accurate and intelligent flowmeters in the world.

• Continuing its mission to become a specialist in process control, Forbes Marshall in

1985 introduced a range of control valves and desuperheating stations in collaboration
with Arca Regler, Germany. These control valves set a new standard in accuracy and
reliability with actuators guaranteed and tested to work over one million strokes.
Several more products and services, including instrumentation systems, gas analysers,
peristaltic pumps, data acquisition systems, vibration monitoring systems, steam and
water analysis systems, energy audits, and training were added. Forbes Marshall
became the only company to offer a truly complete line of products and services for
optimizing process efficiency and maximizing energy conservation.

• In 2000 Forbes Marshall began to get truly global. International operations

commenced with the incorporation of Forbes Marshall Inc., in the United States. Later
Forbes Marshall opened several more sales, manufacturing and customer support
facilities in different parts of the world.

HEAD OFFICE – KASARWADI PUNE

4
2.2 WHAT FORBES MARSHALL DOES?

A. ENERGY CONSERVATION:-
• Energy Conservation not only saves costs but prevents a fast depletion of fossil fuels.
Recognizing this fact from its earliest days, Forbes Marshall consciously develops
products and services that enable process industries to conserve valuable energy.

1. J.N.MARSHALL:-

Fig 1: Oil & Gas Fired Boiler

• The Boiler division makes boilers of upto a capacity of 16 tons per hour, providing
dry saturated steam with thermal efficiencies of over 88%. J.N. Marshall boilers are
today the standard in oil & gas fired steam generation. Thousands of these true, 3-
pass, wetback boilers, provide steam to industrial process plants around the world.

5
 Fig 2: Marshall Burners

• The 'Marshall Burner' has become a generic name in the process industry; it signifies
uncompromising standards in efficiency and reliability.

2. SPIRAX MARSHALL:-

Fig 3: Piston Valve Fig 4: Spirax Steam Traps

• An undisputed leader in the field, Spirax Marshall manufactures steam accessories for
optimizing energy efficiency right through the steam cycle. Spirax Marshall Steam
traps, valves and pressure regulators, ensures both, steam quality and its efficient
utilization. Pressure reducing stations, steam meters and automatic blowdown systems

6
 help in providing steam at the right temperature and pressure and in the right quantity
so that consistent end product quality is maintained.

3. FORBES MARSHALL SERVICES:-

• Forbes Marshall Consultancy, division with a team of professional engineers, provide

detailed design and engineering for process plant utilities. Through good engineering
practices, the consultancy team has demonstrated amazingly large cuts in process
costs and improvements in product quality.

• Millions of rupees worth of energy in the form of fuel costs, has been saved in process
plants through our Energy Conservation Audits and implementation of customized
solutions. A key difference in the way Forbes Marshall conducts an Energy Audit is
the partnership in implementation and responsibility.

7
B. PROCESS EFFICIENCY:-

• With a combination of specialist knowledge and the latest technology, Forbes

Marshall provides solutions to achieve peak Process Efficiency. The products are a
unique combination of hardware and software that make them not only reliable and
accurate, but complete solutions in themselves.

4. STEAM ENGINEERING:-

• With a mandate to plug every energy leak in process industries, the R&D team at the
Steam Engineering group has developed the Effimax series of products. These smart-
boxes monitor key parameters of a boiler's performance and use integrated electronics
to calculate its overall efficiency, allowing remote management.

Fig 5: Efficiency Monitoring System (EFFIMAX)

• For the paper industry, the R&D efforts resulted in the development of the
Thermocompressor system, allowing low pressure steam to be boosted and reused in
paper machines. The thermocompressor system has been responsible for major energy
savings in paper plants since its introduction years ago.

Fig 6: Thermocompressor System and Thermocompressor

8
• Innovation & customer service go hand in hand. By listening to customers, Forbes
Marshall developed the first of a kind, an integrated boiler known as Minimax.
Everything in the Minimax is integrated: from the control panel to the feedwater tank,
making it the first really compact instant steam boiler available.

Fig 7: Minimax- The first of a kind completely integrated boiler

5. KROHNE MARSHALL:-

Fig 8: Flowmeters

9
• Wherever there is a need for liquid management, Forbes Marshall plays a large and
vital role. Krohne Marshall, a joint venture with Krohne Messtechnik of Germany,
manufactures equipment for flow and level measurement and control. From 10-200
mm vortex meters that are used on pipelines, to large ultrasonic electromagnetic
flowmeters upto 3 metres in diameter. Krohne Marshall makes them all. In addition to
this a sophisticated range of flow controllers, level switches and measurement
devices makes this one of the most comprehensive ranges of fluid management
equipment available.

6. FORBES POLYMETRON:-

Fig 9: Online Steam & Water Analysis System

• The water quality analyzers of Forbes Polymetron, a joint venture with Hach Ultra
Analytics, are capable of impurity measurement in parts per billion. Combining
sophisticated water chemistry technology with advanced instrumentation, these
analyzers operate on-line, in real-time and are self-diagnostic with several built-in
compensations for transient instabilities.

• For the Power Industry, On-line Steam and Water Analysis systems perform the vital
task of alerting operators to conditions that promote corrosion and scaling of costly

10
 equipment like turbines. Vibration monitoring systems, imported from Shinkawa,
Japan, provide complete early warning systems for potential developing problems in
turbines and other rotating equipments.

7. FORBES MARSHALL ARCA:-

Fig 10: Control Valve

• Forbes Marshall Arca, in joint venture with Arca Regler of Germany, manufactures
high accuracy, high reliability control valves, desuperheaters, roboters, positioners,
and pressure reducing and desuperheating stations. Arca positioners are guaranteed to
operate over one million strokes. Check and Safety Valves manufactured from special
forging construction perform critical duty in high-pressure applications like nuclear
power plants.

8. FORBES MARSHALL CODEL:-

Fig 11: FM CODEL GCEM4000-Insitu Multi Gas Analyzer

• Codel International Ltd is a UK based company in Bakewell, Derbyshire, specialising

in the design and manufacture of high technology instrumentation for combustion
processes and atmospheric pollution emissions from last two decades. The company
policy is simply to design well engineered, rugged, reliable equipment, capable of
continuous operation over long periods with minimal maintenance.

11
C. LEADERS IN TECHNOLOGY & INNOVATION:-

• Forbes Marshall's Quality and Innovation makes it a leading supplier to various

Process Industries. Quantum and incremental innovations lead to continuous
improvement in quality, and products that are future-ready.

• Research and development has always had an important place at Forbes Marshall. A
central R&D department closely integrates its efforts into the operation of each group
company, and has brought several innovations to the market. The focus today is on
future-ready new product development, and several of these are now globally popular
in energy conservation and process efficiency.

• Continuous innovation at the Krohne Marshall R&D has resulted in the worldwide
acknowledgement of the Krohne Vortex Flowmeter as one of the best flowmeters in
its range.

Fig 12: Control Valve Rig Used in Missile Technology

12
 3. B2B MEDIA ANALYSIS

3.1 INTRODUCTION:-

• Media consists of print media (newspapers and magazines), broadcast media (radio
and television), network media (telephone, cable, satellite, wireless), electronic media
(audiotape, videotape, videodisk, CD-ROM, Web page), and display media
(billboards, signs, posters). Most non-personal messages come through paid media.

• At B2B level print media is considered as most effective because of their self-paced
nature they can provide much detailed product information and can also effectively
communicate user and usage imagery. At the same time they are preferred because
they offer benefits such as direct reach, they have ability to define focus target group
through technical magazines, etc.

• In general, the two main print media—magazines and newspapers—have many of the
same advantages and disadvantages. Although newspapers are timely and pervasive,
technical journals are typically more effective at building user and usage imagery.
Daily newspapers are read by roughly three-fourths of the population and tend to be
used a lot for local—especially retailer— advertising. Although advertisers have some
flexibility in designing and placing newspaper ads, poor reproduction quality and
short shelf life can diminish their impact.

13
• Media selection is finding the most cost-effective media to deliver the desired
number and type of exposures to the target audience. The effect of exposures on
audience awareness depends on the exposures' reach, frequency, and impact:

Reach (R):-The number

Frequency (F):-The
number of times within
the specified time
period that an average
person or household is
exposed to the message
of different persons or
households exposed to a
particular media
schedule at least once
during a specified time
period.

Impact (I):-The
qualitative value of an
exposure through a
given medium (thus a
food ad in Good
Housekeeping would
have a higher impact
than in Fortune
magazine).

Fig 13: How to find most cost-effictive media?

• The media planner has to figure out the most cost-effective combination of reach,
frequency, and impact. The media planner has to know the capacity of the major
advertising media types to deliver reach, frequency, and impact.

14
• Media planners make their choices by considering the following variables:

Product characteristics: -
Media types have different
potential for demonstration,
Target audience media
visualization, explanation,
habit: - Radio and television
are the most effective media believability, and color.
Women's dresses are best
for reaching teenagers.
shown in colour magazines,
and Kodak cameras are best
demonstrated on television.

Message characteristics:-
Timeliness and information
content will influence media
Cost:-Television is very
choice. A message
expensive, whereas
announcing a major sale
newspaper advertising is
tomorrow will require radio,
relatively inexpensive. What
TV, or newspaper. A
counts is the cost per
message containing a great
thousand exposures
deal of technical data might
require specialized
magazines or mailings

Fig 14: How Media Planners Make Their Choices?

• In making choices, the planner has to rely on measurement services that provide
estimates of audience size, composition, and media cost. Audience size has several
possible measures:

15
 • The number of physical units carrying the advertising
Circulation

• - The number of people exposed to the vehicle. (If the vehicle has pass-on readership, then
the audience is larger than circulation.)
Audience

• The number of people with target audience characteristics exposed to the vehicle.
Effective
audience

• The number of people with target audience characteristics who actually saw the
Effective advertisement
ad-exposed
audience

Fig 15: Measures for Audience Size

• Media planners calculate the cost per thousand persons reached by a vehicle. If a full-
page, four-color ad in Indian purchase costs Rs.35000 and its estimated readership is
43183 people, the cost of exposing the ad to 1,000 persons is Rs.798. The same ad in
industrial product source may cost Rs.21000 but reach only 14061 persons—at a
cost-per-thousand of Rs.1493. The media planner ranks each magazine by cost-per-
thousand and favours magazines with the lowest cost-per-thousand for reaching target
consumers. The magazines themselves often put together a "reader profile" for their
advertisers, summarizing the characteristics of the magazine's readers with respect to
age, income, residence, marital status, and leisure activities.

• In this project B2B media analysis was basically concerned with analyzing B2B
publications and consolidating other media opportunities for the branding of the
company. Because B2B advertising in TECHNICAL PUBLICATIONS offers direct
reach, easier segmentation and a more precise access to the consumer.

16
3.2 OBJECTIVES:-

1. Developing the media mix for the branding of the company.

2. Analyzing the media mix to find out average reach, average costs and CPC for each
industry vertical.

3. Calculating average cost to reach per thousand people for each industry vertical (CPT
analysis).

4. Based on budgets provided simulating three real scenarios and defining media spends
for maximum impact.

3.3 RESEARCH METHODOLOGY:-

1. Problem identification: - The problem identified in this project were-

a) Defining the correct publications for each industry vertical through research
and analysis.
b) Developing the ideal media mix to drive visibility across each target segment
c) Defining media spends for maximum impact while also ensuring that reach is
targeted to the right audience.

2. Develop the research plan: - Designing a research plan calls for the following
decisions-
a) Data source: - the data gathered in this project was primary data collected
about the magazines, newsletters and other media opportunities available at
various industrial associations & publication companies.

b) Research approach: - the research approach followed in this project was

survey method. Industrial associations & publication companies publishing
magazines at b2b level were approached.

c) Research instrument: - the research instrument used for gathering primary data
in this project was Questionnaires (open ended type).

17
 d) Sampling plan:- designing a sampling plan calls for 3 decisions-
i. Sampling unit: Who is to be surveyed?
ii. Sample size: How many people should be surveyed?
iii. Sampling procedure: How should the respondents be chosen?

In this project, Industrial associations & publication companies at b2b level in

pharmaceutical, textile, Sep, food & beverages, water, power, oil & gas were
approached with sample size of 34 and sampling procedure followed was
probability sampling.

e) Contact method: - Contact method used in this project were

mail questionnaire & telephonic interview method.

3. Collecting the information: - Thus in this project, information

collection was done by mailing the questionnaire and also by
telephonic interviews to various associations & publication
companies.

3.4 FINDINGS & ANALYSIS:-

1. PUBLICATIONS:-
a) Following publications were found in the B2B space. Those are listed out along with
the names of organizations which publish them :-

18
ORGANIZATION PUBLICATION REACH
All India Food Processors Association IFP MAGAZINE 800
Apparel Export Promotion Council(AEPC) APPAREL INDIA 8000
Assent MIDC Industrial Directory(Golden Triangle) R&D (GOLDEN TRAINGLE) 1,70,000
Assent MIDC Industrial Directory(Group A) R&D (GROUP A) 110000
Assent MIDC Industrial Directory(Group B) R&D (GROUP B) 105000
Assent MIDC Industrial Directory(vidharbha) R&D (VIDHARBHA REGION) 10000
Bulk Drug Manufacturers Association(India) BDMA NEWSLETTER 550
Cotton Textile Export Promotion Council TEXPROCIL NEWSLETTER 4000
Council Of Power Utilities INDIA POWER 30000
Indian Chemical Council CHEMICAL NEWS 5000
Indian Drug Manufacturers Association(IDMA) IDMA BULLETIN 1450
Indian Drug Manufacturers Association(IDMA) INDIAN DRUGS 1650
Indian Infrastructure Pvt.Ltd. INDIAN INFRASTRUCTURE 10000
Indian Purchase Infoware Ltd. INDIAN PURCHASE 43813
Indian Vanaspati Producers Association(IVPA) SOUVENIR 300
Indian Water Works Association JIWWA 7000
Infomedia 18 ltd. SEARCH 25000
Infomedia 18 ltd. MODERN PHARMACEUTICALS 25000
Infomedia 18 ltd. MODERN FOOD PROCESSING 25000
Infomedia 18 ltd. CHEMICAL WORLD 40000
Jasubhai Media CHEMICAL ENGG WORLD 41340
Jasubhai Media CHEMICAL PRODUCTS FINDER 37450
Jasubhai Media OFFSHORE WORLD 25370
Jasubhai Media PHARMA BIO WORLD 22375
Jasubhai Media SHIPPING MARINE & PORTS WORLD 7000
Kongposh Publications Pvt. Ltd. THE PHARMA REVIEW 40000
National Product News NPN 20000
Oil Technologists Association Of India(OTAI) JLST 1500
Product News Publications INDUSTRIAL PRODUCT SOURCE 14061
Pumps India PUMPS INDIA 30000
Solvent Extractors Association Of India SEA NEWS CIRCULAR 1800
The Mark Communication INDUSTRIAL SHOWCASE 29500
Tool & Guage Manufacturers Association Of India TAGMA TIMES MAGAZINE 3000
Valves India VALVES INDIA 20000

Table 1: Publications in B2B Space

19
 b) Above publications focus mainly on the following industry segments:-
1. Pharmaceutical
2. Textile
3. Solvent extraction plants (SEP)
4. Food & beverages
5. Water
6. Power
7. Oil & gas

2. REACH:-

a) Average reach of the publications across various industry segments is as follows :-

INDUSTRY AVERAGE REACH

Pharmaceutical 36559
Textile 38974
Solvent extraction plants (SEP) 35187
Food & beverages 34678
Water 40712
Power 43502
Oil & gas 43207

Table 2: Average Reach across Industry Segments

3. ADVERTISEMENT TARIFFS:-

a) Cost of cover page, front in, back in, back out, full page(colour & b/w),half
page(colour & b/w) advertisements were found out for the above publications.
Average prices of cover page, front in, back in, back out, full page(colour & b/w),half
page(colour & b/w) advertisements for targeting pharmaceutical, textile, sep, food &
beverages, water, power and oil & gas industry are as follows :-

20
 i. COVER PAGES (average costs):-

INDUSTRY COVER PAGE FRONT IN BACK IN BACK OUT

Pharmaceutical 43600 35782 31791 43061
Textile 44400 34614 31360 63521
SEP 45500 34370 30467 60241
Food & beverages 38250 33600 29608 58088
Water 38250 41776 38040 72520
Power 44400 44365 40711 79384
Oil & gas 45500 41138 36650 73776

Table 3: Average Cost for Cover Pages

ii. FULL PAGE & HALF PAGE (average costs):-

INDUSTRY FULL HALF FULL B/W HALF B/W

COLOUR COLOUR
Pharmaceutical 80831 47947 15730 10007
Textile 90047 56696 17573 11525
SEP 79474 57796 15994 10951
Food & beverages 76689 52207 14971 10091
Water 90371 54831 17880 11755
Power 99103 60636 20611 12388
Oil & gas 96527 61382 20310 13612

Table 4: Average Cost for Full & Half Page

21
4. CPC:-

a) Based on the frequency of publications, no. of hits for each publication was
calculated.
b) CPC (cost per contact) was calculated by using the formula COST/NO.OF HITS.
c) CPC for each publication is as shown below :-

i. YEARLY:-

PUBLICATION CPC
SOUVENIR 400.00
R&D(VIDHARBHA REGION) 90.00
R&D(GROUP B) 47.02
R&D(GROUP A) 34.61
R&D(GOLDEN TRAINGLE) 32.70

Table 5: CPC of Yearly Publications

ii. QUARTERLY:-

PUBLICATION CPC
JLST 8.00
JIWWA 3.06
VALVES INDIA 2.69
INDIA POWER 2.50

Table 6: CPC of Quarterly Publications

22
iii. MONTHLY:-

PUBLICATION CPC
SHIPPING MARINE & PORTS WORLD 6.43
INDIAN INFRASTRUCTURE 6.05
BDMA NEWSLETTER 4.55
INDIAN DRUGS 4.55
SEA NEWS CIRCULAR 3.33
TEXPROCIL NEWSLETTER 3.00
TAGMA TIMES MAGAZINE 2.33
INDUSTRIAL SHOWCASE 1.69
APPAREL INDIA 1.50
NATIONAL PRODUCT NEWS 1.50
INDUSTRIAL PRODUCT SOURCE 1.49
PHARMA BIO WORLD 1.43
CHEMICAL WORLD 1.10
MODERN FOOD PROCESSING 1.10
MODERN PHARMACEUTICALS 1.10
CHEMICAL NEWS 0.90
SEARCH 0.86
CHEMICAL PRODUCTS FINDER 0.85
CHEMICAL ENGG WORLD 0.85
INDIAN PURCHASE 0.80

Table 7: CPC of Monthly Publications

iv. BI-MONTHLY:-

PUBLICATION CPC
IFP MAGAZINE 20.00
OFFSHORE WORLD 3.55
PUMPS INDIA 1.47
THE PHARMA REVIEW 0.45

Table 8: CPC of Bi-monthly publications

23
 v. WEEKLY:-

PUBLICATION CPC
IDMA BULLETIN 1.72

Table 9: CPC of Weekly Publication

5. CPT:-

a) Cost per thousand was calculated using the formula COST/NO.OF HITS * 1000.
b) Average CPT across various industry segment was calculated, it is as shown below:-

INDUSTRY CPT
Pharmaceutical 11563.16
Textile 12669.70
SEP 31150.85
Food & beverages 29890.22
Water 12299.87
Power 13586.06
Oil & gas 13107.91

Table 10: Average CPT across Industry Segments

6. INDUSTRY WISE PUBLICATIONS:-

• Based on the above data it was identified that the following publications would be
chosen as a route to increase visibility in the given market. Break-up of the
publications industry wise with average reach is as shown below:-

24
a) PHARMACEUTICAL:-
PUBLICATION REACH
BDMA NEWSLETTER 550
CHEMICAL ENGG WORLD 41340
CHEMICAL NEWS 5000
CHEMICAL PRODUCTS FINDER 37450
CHEMICAL WORLD 25000
IDMA BULLETIN 1450
IFP MAGAZINE 800
INDIAN DRUGS 1650
INDIAN PURCHASE 43813
INDUSTRIAL SHOWCASE 29500
MODERN PHARMACEUTICALS 25000
NPN 20000
OFFSHORE WORLD 25370
PHARMA BIO WORLD 22375
PUMPS INDIA 30000
R&D (GOLDEN TRAINGLE) 170000
R&D (GROUP A) 110000
R&D (GROUP B) 105000
R&D (VIDHARBHA REGION) 10000
SEARCH 40000
THE PHARMA REVIEW 40000
VALVES INDIA 20000
Grand Total 36559(AVERAGE)

Table 11: Publications for Pharmaceutical Industry

25
b) TEXTILE:-
PUBLICATION REACH
APPAREL INDIA 8000
CHEMICAL ENGG WORLD 41340
CHEMICAL NEWS 5000
CHEMICAL PRODUCTS FINDER 37450
CHEMICAL WORLD 25000
INDIAN PURCHASE 43813
INDUSTRIAL PRODUCT SOURCE 14061
INDUSTRIAL SHOWCASE 29500
NPN 20000
OFFSHORE WORLD 25370
PUMPS INDIA 30000
R&D (GOLDEN TRAINGLE) 170000
R&D (GROUP A) 110000
R&D (GROUP B) 105000
R&D (VIDHARBHA REGION) 10000
TAGMA TIMES MAGAZINE 3000
TEXPROCIL NEWSLETTER 4000
VALVES INDIA 20000
Grand Total 38974 (AVERAGE)

Table 12: publications for Textile Industry

26
c) SEP:-

PUBLICATION REACH
CHEMICAL ENGG WORLD 41340
CHEMICAL NEWS 5000
CHEMICAL PRODUCTS FINDER 37450
CHEMICAL WORLD 25000
IFP MAGAZINE 800
INDIAN PURCHASE 43813
INDUSTRIAL PRODUCT SOURCE 14061
INDUSTRIAL SHOWCASE 29500
JLST 1500
MODERN FOOD PROCESSING 25000
NPN 20000
OFFSHORE WORLD 25370
PUMPS INDIA 30000
R&D (GOLDEN TRAINGLE) 170000
R&D (GROUP A) 110000
R&D (GROUP B) 105000
R&D (VIDHARBHA REGION) 10000
SEA NEWS CIRCULAR 1800
SEARCH 40000
SOUVENIR 300
TAGMA TIMES MAGAZINE 3000
Grand Total 35187 (AVERAGE)

Table 13: Publications for SEP

27
d) FOOD & BEVERAGES:-
PUBLICATION REACH
CHEMICAL ENGG WORLD 41340
CHEMICAL NEWS 5000
CHEMICAL PRODUCTS FINDER 37450
CHEMICAL WORLD 25000
IFP MAGAZINE 800
INDIAN PURCHASE 43813
INDUSTRIAL PRODUCT SOURCE 14061
INDUSTRIAL SHOWCASE 29500
JIWWA 7000
JLST 1500
MODERN FOOD PROCESSING 25000
NPN 20000
OFFSHORE WORLD 25370
PUMPS INDIA 30000
R&D (GOLDEN TRAINGLE) 170000
R&D (GROUP A) 110000
R&D (GROUP B) 105000
R&D (VIDHARBHA REGION) 10000
SEA NEWS CIRCULAR 1800
SEARCH 40000
SOUVENIR 300
VALVES INDIA 20000
Grand Total 34678 (AVERAGE)

Table 14: Publications for Food & Beverages

28
e) WATER:-

PUBLICATION REACH
CHEMICAL ENGG WORLD 41340
CHEMICAL NEWS 5000
CHEMICAL PRODUCTS FINDER 37450
CHEMICAL WORLD 25000
INDIA POWER 30000
INDIAN INFRASTRUCTURE 10000
INDIAN PURCHASE 43813
INDUSTRIAL PRODUCT SOURCE 14061
INDUSTRIAL SHOWCASE 29500
JIWWA 7000
NPN 20000
OFFSHORE WORLD 25370
PUMPS INDIA 30000
R&D (GOLDEN TRAINGLE) 170000
R&D (GROUP A) 110000
R&D (GROUP B) 105000
R&D (VIDHARBHA REGION) 10000
SEARCH 40000
VALVES INDIA 20000
Grand Total 40712 (AVERAGE)

Table 15: Publications for Water Industry

29
f) POWER:-
PUBLICATION REACH
CHEMICAL ENGG WORLD 41340
CHEMICAL PRODUCTS FINDER 37450
INDIA POWER 30000
INDIAN INFRASTRUCTURE 10000
INDIAN PURCHASE 43813
INDUSTRIAL PRODUCT SOURCE 14061
INDUSTRIAL SHOWCASE 29500
NPN 20000
OFFSHORE WORLD 25370
PUMPS INDIA 30000
R&D (GOLDEN TRAINGLE) 170000
R&D (GROUP A) 110000
R&D (GROUP B) 105000
R&D (VIDHARBHA REGION) 10000
SEARCH 40000
TAGMA TIMES MAGAZINE 3000
VALVES INDIA 20000
Grand Total 43502 (AVERAGE)

Table 16: publications for Power Industry

30
g) OIL & GAS:-
PUBLICATION REACH
CHEMICAL ENGG WORLD 41340
CHEMICAL NEWS 5000
CHEMICAL PRODUCTS FINDER 37450
CHEMICAL WORLD 25000
INDIAN PURCHASE 43813
INDUSTRIAL PRODUCT SOURCE 14061
INDUSTRIAL SHOWCASE 29500
MODERN FOOD PROCESSING 25000
NPN 20000
OFFSHORE WORLD 25370
PUMPS INDIA 30000
R&D (GOLDEN TRAINGLE) 170000
R&D (GROUP A) 110000
R&D (GROUP B) 105000
R&D (VIDHARBHA REGION) 10000
SEARCH 40000
TAGMA TIMES MAGAZINE 3000
Grand Total 43207 (AVERAGE)

Table 17: Publications for Oil & Gas

31
7. BUDGETS:-

• 3 scenarios were forecast and budget of Rs.500000, Rs.1000000, Rs.1500000 were

used as simulative models to identify the coverage of media mix for each budget. The
target was to maximise the reach at least CPT (cost per thousand).

a) Rs.5, 00,000:-

PUBLICATION INSERTS FULL COLOUR(Rs.) TOTAL

SEA NEWS CIRCULAR 4 6000 24000
TEXPROCIL NEWSLETTER 3 12000 36000
BDMA NEWSLETTER 3 2500 7500
INDIAN DRUGS 4 7500 30000
APPAREL INDIA 3 12000 36000
INDIA POWER 3 25000 75000
CHEMICAL NEWS 3 4500 13500
THE PHARMA REVIEW 3 9000 27000
SEARCH 3 34500 103500
MODERN FOOD PROCESSING 3 27600 82800
INDUSTRIAL PRODUCT SOURCE 3 21000 63000

Table 18: Budget of Rs.500000

While formulating Rs.500000 budget since money was limited first journals of
industrial associations were preferred because they reached the quality audience and
then other publications based on their cost per thousand (CPT) and the industry
segments which they covered.

Minimum 3 inserts for all publication were given first and inserts were increased
depending on the balance money.

32
b) Rs.10, 00,000:-

PUBLICATION INSERTS FULL COLOUR (Rs.) TOTAL

THE PHARMA REVIEW 3 9000 27000
INDIAN PURCHASE 4 35000 140000
SEARCH 3 34500 103500
CHEMICAL PRODUCTS FINDER 3 32000 96000
MODERN FOOD PROCESSING 3 27600 82800
CHEMICAL ENGG WORLD 4 35000 140000
CHEMICAL NEWS 4 4500 18000
APPAREL INDIA 3 12000 36000
PHARMA BIO WORLD 3 32000 96000
INDIA POWER 4 25000 90000
VALVES INDIA 3 18000 54000
NATIONAL PRODUCT NEWS 3 30000 90000
SEA NEWS CIRCULAR 3 6000 18000
BDMA NEWSLETTER 3 2500 7500

Table 19: Budget of Rs.1000000

While formulating the above budget the publications were selected based on the
increasing order of their cost per thousand i.e. in the range of 0 – 1000, 1000 – 2000,
2000 – 3000, 3000 – 4000, 4000 – 5000 & so on.

Also, selection was done considering the publications which had maximum reach
and a good balance between reach, cost & CPT (for example, considering
PHARMA REVIEW and PHARMA BIO WORLD though monthly reach of pharma
bio world is higher than pharma review the cost of the full page colour advertisement
is very less as compared to that of pharma bio world, hence pharma review can be
given a priority while targeting pharma industry. Also, in case of SEARCH and
CHEMICAL NEWS though the cost of giving full page colour advertisement is very
less as compared to that of search, still search can be given priority since its reach is
much higher than that of chemical news ).

33

The combination which would maximise the reach across pharmaceutical, textile,
Sep, food & beverages, water, power, oil & gas was selected.

Since, giving only 1 insert doesn’t have a good impact on the audience minimum 3 to
4 inserts per publication was considered.

c) Rs.15,00,000 :-

PUBLICATION INSERTS FULL COLOUR(Rs.) TOTAL

INDIAN PURCHASE 5 35000 175000
CHEMICAL ENGG WORLD 5 35000 175000
CHEMICAL PRODUCTS FINDER 4 32000 128000
SEARCH 4 34500 138000
CHEMICAL NEWS 6 4500 13500
MODERN FOOD PROCESSING 4 27600 110400
MODERN PHARMACEUTICALS 4 27600 110400
INDUSTRIAL PRODUCT SOURCE 6 21000 56700
APPAREL INDIA 5 12000 60000
NATIONAL PRODUCT NEWS 4 30000 120000
INDIA POWER 6 25000 127500
VALVES INDIA 4 18000 72000
TEXPROCIL NEWSLETTER 6 12000 52560
JIWWA 6 7200 34560
SEA NEWS CIRCULAR 6 6000 34200
BDMA NEWSLETTER 6 2500 15000
INDIAN DRUGS 3 7500 22500
THE PHARMA REVIEW 6 9000 40500
JLST 4 4000 12000

Table 20: Budget of Rs.1500000

While formulating Rs.1500000 budget publications were selected to maximize

the reach across pharmaceutical, textile, Sep, food & beverages, water, power,
oil & gas.

34

Publications were selected based on the increasing order of CPT (cost per
thousand).

Higher numbers of inserts were selected for newsletters and publications of
various industrial associations to have maximum impact as publications of these
associations reach quality audience. And then inserts were increased depending
on the reach and to get the benefit of available discounts.

3.5 CONCLUSION:-

• 34 publications in B2B space were consolidated after interviewing directors of

various trade associations and managers of media agencies (screenshot of the
excel file shown in annexure).

• For the media mix developed for each industry vertical it was found that
average reach was lowest (34678) for food & beverages and highest (43502)
power industry, average cost of giving full page colour ads was lowest (Rs.
76689) for food & beverages and highest (Rs. 99103) for power industry, CPC
for the newsletter ‘SOUVENIR’ was highest (Rs.400) and lowest (Rs.0.45) for
‘THE PHARMA REVIEW’.

• Average cost of reaching per thousand people was lowest (Rs.11563.16) for
pharmaceutical segment and highest for SEP (Rs.31150.85).

• Depending upon the factors such as reach, cost and CPT media spends for
maximum impact was defined by formulating the budgets of Rs.500000,
Rs.1000000 and Rs.1500000 which were used as simulative models to identify
the coverage of media mix. The target was to maximise the reach at least CPT
(cost per thousand).

35
 4. MARKETING TOOL DEVELOPMENT

4.1 INTRODUCTION:-

• Marketing communications are the means by which firms attempt to inform,

persuade, and remind consumers—directly or indirectly—about the products and
brands that they sell. In a sense, marketing communications represent the "voice" of
the brand and are a means by which it can establish a dialogue and build relationships
with consumers.

• Marketing communications perform many functions for consumers. Consumers can

be told or shown how and why a product is used, by what kind of person, and where
and when; consumers can learn about who makes the product and what the company
and brand stand for; and consumers can be given an incentive or reward for trial or
usage. Marketing communications allow companies to link their brands to other
people, places, events, brands, experiences, feelings, and things. Marketing
communications can contribute to brand equity by establishing the brand in memory
and crafting a brand image.

• A company discovers different needs and groups in the marketplace, targets those
needs and groups that it can satisfy in a superior way, and then positions its offering
so that the target market recognizes the company's distinctive offering and image. If a
company does a poor job of positioning, the market will be confused.

• Positioning is the act of designing the company's offering and image to occupy a
distinctive place in the mind of the target market. The goal is to locate the brand in the
minds of consumers to maximize the potential benefit to the firm. A good brand
positioning helps guide marketing strategy by clarifying the brand's essence, what
goals it helps the consumer achieve, and how it does so in a unique way. The result of
positioning is the successful creation of a customer-focused value proposition, a
cogent reason why the target market should buy the product. Positioning starts with a
product. A piece of merchandise, a service, a company, an institution, or even a
person. But positioning is not what you do to a product. Positioning is what you do to
the mind of the prospect. That is, you position the product in the mind of the prospect.

36
 • Now, for marketing communication to be effective, it should be carried out with a
powerful marketing tool. Most manufacturing companies rely heavily on a
professional sales force to locate prospects, develop them into customers, and grow
the business; or they hire manufacturers' representatives and agents to carry out the
direct-selling task. Thus, marketing tools are used by the sales force of the companies
for creating a brand image and positioning their products in the minds of their
customers.

• The marketing tool developed in this project was a database of customer reference
letters, specifying the industry type to which particular customer belongs, business
division of the company from which customer has purchased the product and what
benefits he had so far.

• Since, Forbes Marshall is an innovative company and manufactures products which

can be used across various industrial segments; customer from a particular industrial
segment always doubts or wants to be convinced that if the product is successful in
some other industry segment then the same would be successful in his company too.
In this case this tool can be used by the sales force in convincing the customer about
the performance of the product.

4.2 OBJECTIVES:-

1. Developing sales & marketing tool to be used by sales force for business growth.
2. Primarily determining spread and gaps across Industry Verticals.

4.3 METHODOLOGY:-

1. The problems identified in developing this marketing tool were -

a) Consolidating all customer references across steam engineering into one
database.
b) Collection of references from various branches of the company.

37
 2. The plan was to survey each working divisions across steam engineering group of
Forbes Marshall such as SPIRAX, SPES, BOILER HOUSE DIVISION (BHD),
THERMOCOMPRESSOR (TC), SERVICES (ENERGY AUDIT + FORBES
MARSHALL CONSULTANCY) and BOILERS .
3. For each of the above divisions, divisional and product managers were approached
personally to get the reference letters.
4. Thus, all the references were collected from various divisional and product managers
of respective divisions by visiting and meeting them personally and consolidated into
one database indicating the industry segment to which the letter belongs and also
which division’s product or service it refers.

4.4 FINDINGS & ANALYSIS:-

1. Based on the actual working divisions across the steam engineering group of Forbes
Marshall the status of reference letters was found out division wise by analyzing what
was the target and how many letters have been collected so far.

Target Achieved

211

115
100
76 72 67 71 64
42 46 42
34

DIVISION A DIVISION B DIVISION C DIVISION D DIVISION E DIVISION F

Chart 1: Division Wise Reference Status

2. Now, to determine spread and gaps across industry verticals, each division’s reference
status was analyzed based on the target of letters to be collected from a particular
industry segment and letters collected so far and on which industry segment each
division should focus to achieve the target.

38
 a) Division A:-

SEP CHEMICAL
7 DIVISION A AUTOMOTIVE
0
BREWERIES
6
7
7% 0% 7%
6%
FERTILIZER
TEXTILE 0
34 FMCG 0%
34% 1
1%
FOOD & BEVERAGES
PHARMA 14
15 14%
RUBBER & TYRE HOTEL
15% 0
4
IRON & STEEL 0%
4% POWER PETROCHEMICAL &
1 PLASTIC REFINERY PAPER OTHERS 1
2 1%
1% 0 3 5
0% 3% 5% 2%

Chart 2: Reference Status for Division A

Following observations were made for the spirax division-

i. Target of 211.
ii. Letters collected 100.
iii. Majority collected from textile, pharmaceutical, food & beverages.
iv. Need to focus on SEP (7/32), BREWERIES (6/7), PHARMA (15/44), TEXTILE
(34/58), OTHERS (2/70).

39
 b) Division B:-

TEXTILE SEP
4 DIVISION B 4
AUTOMOTIVE
RUBBER & TYRE 10% 10%
POWER 2
0 4 5%
0% 10%
BREWERIES
PLASTIC 3
1 7%
CHEMICAL
2% PHARMA
4
5 10%
FOOD & BEVERAGES
12% OTHERS
8 FERTILIZER
4
19% 0
10% FMCG
PETROCHEMICAL & 0%
0
REFINERY
1 IRON & STEEL
PAPER HOTEL 0%
2% 0 2 0
0% 5% 0%

Chart 3: Reference Status for Division B

Following observations were made for BHD-

i. Target of 76.
ii. Letters collected 72.
iii. Pie chart shows equal distribution across various industry segments.
iv. Need to focus on SEP (4/10), BREWERIES (4/7), CHEMICAL (4/7), FOOD &
BEVERAGES (8/14), PHARMA (5/16), TEXTILE (4/10), OTHERS (4/6).

40
 c) Division C:-

PHARMA PLASTIC RUBBER & TYRE

1 0
POWER DIVISION C BREWERIES
0 AUTOMOTIVE 0
3% 1
0% TEXTILE 0% 0 0%
3% CHEMICAL
0 0%
PETROCHEMICAL & 0
0%
REFINERY 0%
0 SEP FERTILIZER
0% 6 FMCG 0
18% 0 0%
0%
HOTEL
IRON 0 FOOD &
PAPER & 0% BEVERAGES
21 STEEL 1
62% 2
OTHERS 3%
6%
2
6%

Chart 4: Reference Status for Division C

Following observations were made for TC division-

i. Target of 72
ii. Letters collected 34
iii. Majority collected from PAPER
iv. Need to focus on SEP (6/12), PAPER (21/55), TEXTILE (0/1), CHEMICAL (0/1).

41
 d) Division D (I + II):-

AUTOMOTIVE BREWERIES
TEXTILE DIVISION D(I) SEP
0 1
5 0% 3%
POWER RUBBER & TYRE 5
16%
0 16%
2 CHEMICAL
0% 6% 2
FERTILIZER 6%
PLASTIC 0 FMCG
0 0% 1
PHARMA
0% FOOD & 3%
6
BEVERAGES
19%
2
6% HOTEL
PETROCHEMICAL & 0
REFINERY PAPER OTHERS IRON & STEEL 0%
6 0 1
0
19% 0% 3%
0%

Chart 5: Reference Status for Division D (I)

FMCG CHEMICAL FOOD & BEVERAGES

AUTOMOTIVEBREWERIES PAPERHOTEL
D(II) SEP 0 0 0
0%
0
0%FERTILIZER
1 0 0
0% 0% 9%
0 0 0% 0%
0% IRON & STEEL
0%
0
0% PETROCHEMICAL &
REFINERY
OTHERS 0
TEXTILE
2 0%
6
18%
55% PHARMA
1
PLASTIC 9%
0
POWER
0%
0 RUBBER & TYRE
0% 1
9%

Chart 6: Reference Status for Division D (II)

Following observations were made for SERVICES division-

i. Target of 46.
ii. Letters collected 42.
iii. Majority collected from PHARMACEUTICAL, TEXTILE, PETROCHEMICAL &
REFINERY, and RUBBER & TYRE.
iv. Need to focus on SEP (5/10), AUTOMOTIVE (0/1), BREWERIES (1/2), FOOD &
BEVERAGES (3/6), TEXTILE (11/15).

42
 e) Division E:-

RUBBER & TYRE AUTOMOTIVE BREWERIES

4 1 DIVISION E FERTILIZER
2
0
6% 1% CHEMICAL 3%
SEP 0%
7
POWER 0 FMCG
10%
1 0% TEXTILE 0
1% 10 0%
15%
PLASTIC FOOD & BEVERAGES
2 13
3% 19%
PHARMA
14
21%

PETROCHEMICAL & HOTEL

REFINERY 4
PAPER OTHERS IRON & STEEL
0 6%
0 4 5
0% 0% 6% 7%

Chart 7: Reference Status for Division E

Following observations were made for boiler division-

i. Target of 115.
ii. Letters collected 67.
iii. Majority collected from food & beverages, pharmaceutical, textile.
iv. Need to focus on AUTOMOTIVE (1/2), FMCG (0/1), FOOD & BEVERAGES
(13/27), OTHERS (4/30), PHARMA (14/15), TEXTILE (10/22).

43
 f) Division F:-

SEP AUTOMOTIVE BREWERIES

DIVISION F 6 1 2
9% 2% 3%
CHEMICAL
2
TEXTILE FERTILIZER 3%
16 1
RUBBER & TYRE FOOD &
25% 2%
1 POWER BEVERAGES
2% 8
1
PHARMA 13%
2% HOTEL
17 IRON & STEEL
PLASTIC 0 FMCG
27% 1
2 0% 0
PETROCHEMICAL & 0% 2%
3%
REFINERY PAPER OTHERS
0 4 2
0% 6% 3%

Chart 8: Reference Status for Division F

Following observations were made for SPES division-

i. Target of 71.
ii. Letters collected 64.
iii. Majority collected from textile, pharmaceutical, food & beverages, SEP.
iv. Need to focus on FERTILIZER (1/2), OTHERS (2/52).

44
 3. There is always more than one aspect for looking at a particular thing or object,
considering this; the reference status industry wise was also analysed based on target
letters to be collected and letters collected so far.

180 161
160
140
120 109
100 86
80 64 56 56
52
60 40
33 27
40 17 1418
14 10 TARGET
20 33 8 2 1 22 34 5 6 49 24 2 3 910
0 ACHIEVED

Chart 9: Industry Wise Reference Status

Thus, by observing above chart, following observations were made-

i. Target achieved for AUTOMOTIVE, CHEMICAL, FMCG, HOTEL IRON &

STEEL, PETROCHEMICAL & REFINERY, PLASTIC, POWER, RUBBER &
TYRE
ii. Need to focus on SEP, BREWERIES, FERTILIZER, FOOD & BEVERAGES,
PAPER, PHARMACEUTICAL, TEXTILE, OTHERS.

45
4.5 CONCLUSION:-

• 248 references so far collected across steam engineering group were consolidated
(screenshot of the excel file shown in annexure). Consolidation of all the collected
references into one database served as a sales & marketing tool which can be used by
sales force of Forbes Marshall for growing the business of the company, creating a
brand image and positioning the products in the minds of customers.

• It was found that for sep 14 letters were collected out 64, for breweries 8 out of 14 has
been collected, for fertilizer 1 out of 2 letters, for food & beverages 33 out of 52
letters, for paper 27 out of 56 letters, for pharmaceutical 40 out of 86 letters, for
textile 56 out of 109 letters and for others only 10 out of 161 has been collected. So to
achieve the target of 592 references division A,B,C,D,E and F should focus on SEP,
BREWERIES,FERTILIZER,FOOD&BEVERAGES,PAPER,PHARMACEUTICAL,
TEXTILE, OTHERS segments.

46
 5. SALES MANAGEMENT SYSTEM (SMS)

5.1 INTRODUCTION:-

A. WHAT IS SMS?
• SALES MANAGEMENT SYSTEM is basically a marketing intelligence system
designed to automate all the activities of the sales force i.e. SMS is a sales force
automation solution.

• Sales management system is used by field sales engineers (FSE), branch managers
and management authorities to carry out various sales activities & at the same time
continuously keep track of them.

• Generally, the sales process followed in Forbes Marshall is that, each FSE is given
certain no. of customers that he has to visit, then FSE has to schedule the call i.e.
when and at what time he will be visiting the customer, after visit FSE has to report to
his branch manager about the updates of call, also FSE had to report about the offers
he has given to customer and if customer wants he orders the particular product
depending on the offer made to him.
• Currently all information exchange was in the form of excel sheets which meant that
all reporting and flow of information within the organization had to flow manually.
All the updates and details about the product and customer FSE has to enter manually
in the reports and send them to the managers.

• Now, with the development of sales management system all the above processes were
wrapped under one software solution. Thus, in SMS for each of the step mentioned
above a page has been designed with all the details required.FSE has to enter the
details and synchronize the data to the main server. Once all the details are sent to the
server, manager synchronizes again to receive the updated information so that various
necessary approvals can be done.

• Also various business intelligence reports required at the management level are also
automatically generated by the SMS.

47
• Thus, sales management system automates the hectic and complex sales process of
the company and at the same time giving high level of transparency and end to end
efficient in processes.

• Few highlights of SMS are as follows:-

a) Enables Offline quote preparation by the branch engineers.
b) A generic item code developed to enable ease in Offer Entry.
c) Weekly Calls can be scheduled and monitored directly through the system.
d) Manager can schedule calls for his engineers.
e) All Targets / Grids can be reviewed and need manager’s approval.
f) Options to re assign existing grids.
g) Option to export this data from the offline application and upload to the
central MIS repository.
h) Option for Manager to view Actual Offer Document from a remote location
via iPro Folders.
i) Once order is received branch engineer to convert the generic item codes to
the ERP item codes and then the quote gets transferred into application as an
entered order.

• Sales management system basically allows to:-

a) Access live data.
b) Get Reports on Engineer / Industry / Grid / Product Performance all at the
touch of a button.
c) Keep track of sales progress.
d) Identify where sales force need to improve.
e) Track sales activities as it happens.
f) Get live Information at your Fingertips.
g) Save Time.
h) Use time to Analyze rather than to accumulate data.
i) Spot Trends and apply Strategies without any delay.
j) Spot Discrepancies right down to the EXACT ORDER.
k) View Information upto 90 days back at the stroke of a button.

48
B. WHY SMS?
• SMS enables offline offer logging and tracking of all offers.
• It provides a common analytical base across the organization.
• Enable the decision makers to base their decisions on quickly available facts and
figures rather than sift through reams of reports from IT systems or excel sheets.
• SMS helps in answering questions such as :
1. How can strike rates be improved?
2. Who are the most profitable customers and why?
3. How is customer base changing over time?
4. Which products aren’t performing well and why?
5. How is company performing on focus products?

C. HOW SMS WORKS?

1. For field sales engineers:-
• The Offline module is available to the field sales engineers on their laptops.
• The access to the SMS application will be through a Login screen. Each sales
engineer will have a unique login-id and password.

Fig 16: SMS Login Page

49
• On logging in the sales engineer will get access to the various application
functionalities as under:
a) Alerts
b) Call schedule form
c) Customer Grid
d) Offer form
e) Order form
f) Target form
g) Customer Card generation
h) Sync manager

• On choosing any one of the above functionalities the user will get access to its
relevant form. Whatever data user enters in the form will be saved into the local
database residing on the Sales Engineers Laptops. Each of the above functionalities is
explained below in detail-

a) Alerts: - Alerts are basically used to notify the sales engineer regarding the
activities which he had scheduled but could not perform them at the
scheduled time.

Fig 17: FSE Alerts Page

50
b) Call schedule form: - This form is used by the sales engineers to schedule
their weekly calls by entering necessary details required.

Fig 18: Schedule Summary Form

51
 Fig 19: Add Schedule Form

c) Customer grid: - Each Field Sales Engineer is assigned a Customer Grid by

his/ her respective reporting manager. The customer grid indicates
i. Which customers is the sales engineer supposed to visit and when?
ii. Which products are being proposed to the customer?

52
iii. What is the status of the activity w.r.t customer?
There are three types of Grids:
i. Customer Grid – PGAU (Permanent Grid Active Users)
ii. Customer Grid – Giants (High Value Customers)
iii. Customer Grid – Projects

Fig 20: Grid Summary Page

53
 Fig 21: Add Customer Grid PGAU Form

d) Offer form: - This form contains the technical specification of the products
that are being offered to the customer. However the fields available under this
form could not be shown due to confidential reasons. The sales engineer can
save the Offer as a word file as well as to his local database. Functionality to
search an existing offer, edit the same and save it as a new version will also
be available. The sales engineer can enter generic item codes and price while
creating the offer form. Once the offer is confirmed as an order, the order
form will be used to convert the details on the offer form into an order.

54
e) Order form:-The Order form will be used for converting the offers that have
been entered into the system after Purchase Order has been received from the
customer. Again the fields available under this form could not be shown due
to confidential reasons.

f) Target form:-Target setting forms for the financial year will be available for
FMC, EA, BHDs, TCs, Boilers, Spirax – OEM, Giants and PGAU. Field
Sales Engineers can update the Target Forms. Whenever the Field Sales
Engineer updates any Target Format, he will have the facility to send the
same to his immediate manager for approvals. The updates will only get
reflected in the Central Repository after the target has been approved. The
updated target form will be stored as a new version.

Fig 22: Target Summary Page

55
Fig 23: Add BHD Targets Form

56
g) Customer card generation: - The Customer Card allows the sales engineer to
capture customer related details. The details entered into the customer card will get
saved to the local database of the sales engineers’ laptops, when the sales engineer
saves the form

Fig 24: Customer Card Page

Fig 25: Add New Customer Card Form

57
h) Sync manager:-This function will allow the sales engineer to synchronize the data
on his laptop with the central repository. The sales engineer can upload the following
information from his local database to the central repository:-

i. Offers Made
ii. Orders
iii. Customer Grids
iv. Daily Call reports
v. Call Schedules (As derived from the calendar function)
vi. Customer Cards

Fig 26: Sync Notification

58
 Fig 27: Sync Status

2. For managers:-

• The access to the SMS application will be through a Login screen. Each manager will
have a unique login-id and password.
• Login screen is same as the one shown above for field sales engineers.
• On logging in, the manager will get access to the various application functionalities as
under:
a) Exception report: - This form notifies the manager about the exceptions
occurring in the schedules of sales engineers.

b) Grid approval & creation:-This form allows manager to approve various

customer grids sent by sales engineer for the approval. And also provides
option to add new customer grid for particular FSE.

c) Target approval & creation:- this form allows manager to approve various
targets sent by sales engineer for the approval. And also provides option to add
new target for the FSE.

59
 d) Add schedule: - this form allows the manager to add schedule if he wants to
add for the particular FSE.

e) Sync manager: - This tab allows the manager to synchronise all the approved
data to the central repository so that FSEs can get the approvals and proceed.
The screen same as shown above for FSE appears when manager starts
synchronising the data.

3. For administrator:-

• The following functionalities will be available under Administration:

1. User Creation
2. User Deletion
3. User Rights and Privileges assignment

Fig 28: Admin Page

60
D. REPORTS GENERATED BY SMS:-
1. Customer information – customer name, address, contact person, contact nos. – For
mailers
2. Target Vs Achievement Reports –
a) Branch wise
b) Engineer wise
c) Division wise
3. Weekly call schedules updates and reports
4. Weekly Offer base / Projects Offer base
5. Weekly change in platform status
6. Review of frequency of visits, etc.
7. Specific fuel consumption and documentation of savings
8. Month-wise OEM Update

E. ADVANTAGES OF SMS:-
1. All presales functionalities and processes fully loaded and integrated into one central
system.
2. A single data repository ensures that data resides at one central location and provides
easy accessibility whenever needed.
3. Provides immediate access to weekly and monthly reports as this is now automated
and reports are complied by the System.
4. Provides detailed and precise analysis on activity as it happens, allowing you to
identify gaps and take corrective measures without any delay.
5. Tracks performance across -
a) Divisions
b) Engineers
c) Branches
6. Offline functionality ensures that activity is not hampered even if there is no
connectivity to the internet.
7. Track each report across multiple business dimensions.
8. Drill down right to the actual offer document.
9. Be updated on the platform status movements as they happen.
10. Tracks performance across different Industry Verticals and Customer Segments.

61
 • Though the system was designed so well, implementing it thoroughly with the sales
force was still in progress. The major problems encountered while implementing it
were some process deficiencies present in the system; bugs/threats occurring due to
some technical reasons; lack of computer skills and literacy among the sales force as
most of them were from mechanical, chemical, instrumentation background; also due
to hectic call schedules sales engineers used to give less importance to make use of
such system.
• Now, though implementing this system throughout such a large sales force could not
be finished within the short span of time and it would be a on-going process, this
project on my part was to boost this implementation activity as much as possible and
managing all the activities involved in implementation process within my project
period.

5.2 OBJECTIVE:-

1. Implementing the sales management system thoroughly with the field sales force.
2. Training end users to make the use of system in the best possible way.
3. Elimination of usability issues..

5.3 METHODOLOGY:-

1. The system was tested to identify all the process deficiencies, bugs/threats and
mechanism was set to systematically eliminate the same.
2. Regular follow-up was done with the sales force to determine the sync status and
problems they faced while using the system.
3. All the service requests were tracked that came in through the user base and software
vendor was followed-up for the same.
4. Software vendor was liaisoned to ensure timely bug resolution and to close all
complaints within 48 hours of them being logged.
5. Automated audio video training tool to train end users was created demonstrating how
to use and fill-up the required details.

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5.4 FINDINGS & SUGGESTIONS:-

A. Following bugs were found while testing the system-

1. In certain numeric fields when larger values were put, then system gets stucked
continuously showing technical error messages and was not able to recover unless
user stops and log-in again.
 It was suggested to make the system capable enough to recover without
compelling user to stop and log-in again.
2. While entering details for various forms in the system, even when details for a
particular customer were put, they would not appear in the offer summary table.
3. Also, for each offer made to a customer a .pdf file were generated electronically
showing details of the offer with unique number for each pdf. But sometime these
pdfs were generated with same numbers and even were not generated in certain cases.
4. In the order page, order type is not shown and calendars appear behind the text box.
5. Planned schedule entered doesn’t get displayed in the planned schedule table.
6. In the offer page, when 2 or more products are added then only the last products
remains in the product basket when the user presses “CONFIRM SELECTION”.
 Provision should be made to add more than one product the product basket
and all of them should be displayed at once.
7. In the offer page, when the user adds the PDFs to be merged before pressing
“CALCULATE TOTAL”, the list appears in the text box but after that when he
presses “CALCULATE TOTAL” the PDFs added in the list disappear and when the
new PDFs are added again, they are displayed with the previously added PDFs.
 Here it was suggested to disable the “BROWSE & ADD FILE” buttons which
are used to add pdfs until “CALCULATE TOTAL” button is pressed. Once
“CALCULATE TOTAL” button is pressed then only option for merging the
pdfs should be enabled.
8. When the user wants to create new offer, on the click of “ADD” button, the offer page
gets displayed with the previous entries done including the product details.
 Suggestions were made to put the clause in the back end program so that on
pressing “ADD” button the previous entries done should automatically get
refreshed.
9. For the creation of targets in “TARGET CONTRACTORS”,”TARGET OEM” &
“TARGET GIANTS” when the user enters all the compulsory fields leaving

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 “TARGET DETAILS” and presses “SAVE” button ,the message “SAVED
SUCCESSFULLY” appears but the page doesn’t gets refreshed and goes back to the
offer summary page.
 In this case, system should display the error message for reminding the user to
enter the “TARGET DETAILS”.
10. Now the “EDIT OFFER BUG”:
a) User edits certain fields and presses 1st confirm selection, then the window
showing product details appears.
b) User deletes one product from the list and presses 2nd confirm selection.
c) Now he wants to edit certain fields again appearing before 1 st confirm
selection, he edits and presses 1 st confirm selection again.
d) Now the previously deleted product from the product details appears again.
e) User deletes that product again and presses 2nd confirm selection.
f) User still wants to add products since the window which shows the generic
codes of the products is enabled.
g) User adds 1 product, but now “DELETE” option for that product is disabled
i.e. once entered that product can’t be deleted.
 In this case, previously deleted product from the list should not appear again,
back end code should be checked to resolve this bug. Also after pressing “2nd
CONFIRM SELECTION” all the buttons above that should be disabled to
stop the user from repeating the same thing and compelling him to follow the
process taught to him at the time of training to fill up details.

B. Following process deficiencies were found –

a) Sales engineers wanted the provision to add multiple pdfs at the same time
with the electronically generated pdf .
 Here it was suggested that option for adding multiple pdfs could be made
available to the users by introducing “BROWSE & ADD FILE” buttons.
b) Also, provision to add more than one product in the product basket was to be
made which currently showed only one product after adding more than one.
 After certain discussions, it was decided to change the format of this process.
Previously it was done by selecting the product and adding it to the basket.

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 Later on it was changed to the check-box format where users just have to tick
mark in front of the products name and product would be added to the basket.
c) Users were not able to see the Payment terms in detail on the OFFER EDIT &
ORDER” page.
 It was suggested to display the payment terms in detail on both the pages.
d) In the summary tables of all the forms; users wanted to see the details together
without scrolling vertically or horizontally.
 Here it was suggested to freeze the top rows of all the summary tables to avoid
vertical scrolling and 1200*800 pixels resolution should be set to avoid
horizontal scrolling for a wide screen machine.

C. Also it was found that the sales engineers didn’t regularly used the system, some
resisted using it and those who tried to use it might face certain problems which would
serve as an excuse for not using and updating the status.

 In this case, sync status sales engineers was analysed regarding “CALLS
SCHEDULED, CALLS UPDATED, GRIDS ENTERED, OFFERS
ENTERED, PLATFORMS UPDATED, TARGETS ENTERED” and regular
follow-up was done with them at the starting and ending of the week. All their
service requests and problems were tracked and resolved which would create
hurdles in implementation of SMS.

5.5 CONCLUSION:-

• An attempt was made to boost the implementation process of the SALES

MANAGEMENT SYSTEM (SMS) by regularly monitoring the usage of system by
sales force, training them, tracking all the service requests and resolving complaints
by liaisoning with the vendor.

• Various process deficiencies were reported, bugs/threats were found and mechanism
was set to eliminate them by following-up with the software vendor so that various
usability issues could be resolved.

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 6. RECOMMENDATIONS

6.1 B2B MEDIA ANALYSIS:-

1. As most of the industrial associations offer more discounts for publishing

advertisement in their magazines and newsletters to the member organizations &
companies and also other opportunities like website advertisement, use of databases
and seminars are made available to the members at lower costs, Forbes Marshall
should go for membership of those associations.
2. Though reach is less and cost per thousand is more for the magazines & newsletters of
industrial associations as compared to other publication companies, still they should
be given more preference because as various industries are members of these
associations their journals would reach the quality audience.
3. Rather than depending on statistics given by the publication companies that whether
particular journal is read by top management or middle management people, a survey
should be done by Forbes Marshall about the “most read journal by top & middle
management people” by listing out the above ones. Also by doing this some new
journals would also get added to the list which top management people read. Cost of
doing this can be high but it may also result in 100% strike rate.

6.2 MARKETING TOOL DEVELOPMENT:-

1. Particular format should be fixed in which reference letters should be written and
collected from the customer so that content of the letter is reflected more clearly and
analyzing them becomes easy.
2. Rather than keeping reference letters with divisional & product managers of various
divisions and searching for the letters when need arises, a rule should be made by the
management that whenever a letter is collected from the customer by any sales
engineer from any branch should be submitted to the concerned person at the
administrative office in pune within certain time period.

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6.3 SALES MANAGEMENT SYSTEM (SMS):-

1. Weekly or monthly training sessions should be arranged at various branch offices for
the engineers of that particular branch so that training becomes more effective.
2. Management should stop accepting the reports made manually by the sales engineers
and start viewing reports from the system directly which will leave no other option for
engineers except using the SMS.
3. Also instead of middle management people putting efforts to make sales engineers use
the software efforts should be taken by upper management which would also have a
different impact and create more pressure on sales force.
4. The job of testing the system should be given to some good software company which
would help in sorting out the problems and errors from base. Though it would be a
time and cost consuming process but once done it would result in long term benefits.

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 7. LEARNINGS

• Though each and every moment during the project was full of learning’s and
experiences, I have tried to list out few out of them-

7.1 B2B MEDIA ANALYSIS:-

1. How companies doing business at B2B level which are diversified into various
industry segments run their advertisement campaigns.......

I learned this, when I was asked to contact various industrial associations and
also publication companies whose magazines are circulated in various
industrial segments.
2. Depending on what factors publications are chosen for publishing ads…….

I learned this, when I analyzed various publications based on their frequency,
reach, advertisement tariffs, CPC and CPT.
3. How to have maximum impact of advertising with the limited budgets provided…….

This major skill I learnt while preparing the budgets Rs. 500000, Rs.1000000,
Rs1500000; when money was limited and the objective was to reach
maximum people, publications which had maximum reach at least CPT were
preferred and minimum 3 inserts were given for each.
4. Data analyzing skills…….

I learnt various techniques of data analysis using Microsoft Excel especially
the use of tools such pivot tables and their role in efficient analysis of large
quantities of data across distributed and diverse segments.

7.2 MARKETING TOOL DEVELOPMENT:-

1. How companies develop strategies and tools to grow and diversify their business…….

When I asked my guide that what was the actual idea behind the collection of
reference letters and he said that references once consolidated into one
database can be used as a tool for sales & marketing of products.
2. How to consolidate data so that it can be analyzed.......

This I realized when my guide suggested me to put ‘1’ for the division which
is referred and '0’ for those which are not and analyzing reference status for
various divisions. Further I learnt about analysis through pivot tables.

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7.3 SALES MANAGEMENT SYSTEM (SMS):-

1. Got an idea about sales & marketing process followed at b2b level…….

Since, I was working on the implementation of software which automates the
selling process; first it demanded to understand the entire sales process of the
organization which also gave me idea about the sales process at b2b level.
2. Before training people about any topic first trainer should be certified in that…….

When I spent 2 weeks on understanding the SMS and then I was allowed to
interact with the sales force.
3. Bit aggressive approach rather than defensive is required sometimes to get the work
done…….

While interacting with the sales force I used to request them to enter and
synchronize the data, but when my guide observed some of my conversations
with sales engineers then he suggested me coerce them and be assertive rather
than requesting them for entering and synchronizing data within certain time
period and then the boost in the process was observed.
4. Always be ready to put your 100% effort with full dedication when you are involved
in some work…….

This I learnt and also developed when I have to stay in the office for around
12-13 hours to make calls to the sales engineers and solve their problems.
5. Selling a product to the buyer who is really not interested in buying it is a difficult
job…….

This I experienced while interacting with the sales engineers and I found that
some of them resisted using the system then I used to tell them about the
benefits that system offered to them and convince them to start using it.
6. Also, during this entire project whatever work I did, made my ideas more clear about
how implementation of the software is done and how to manage it…….

Entire project created an understanding of this as a whole.

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 8. BIBLIOGRAPHY

BOOKS:-

• Marketing Management by Philip Kotler.

• Research Methodology by C.R. Kothari.

WEBSITES:-

• www.aepcindia.com
• www.bdmai.org
• www.icmaindia.com
• www.idma-assn.org
• www.aifpa.net
• www.indiapower.org
• www.idma-assn.org
• www.indiainfrastructure.com
• www.indianpurchase.com
• www.ips.co.in
• www.industrialshowcase.com
• www.iwwa.info
• www.infomedia18.in
• www.npnonline.info
• www.pumpsindia.com
• www.seaofindia.com
• www.texprocil.com
• www.kppub.com
• www.valvesindia.net

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 9. ANNEXURE

I. QUESTIONNAIRE UTILIZED:-

Dear Sir / Ma’am,

We at Forbes Marshall are in the process of formulating our Annual Media Plan and
are currently in the process of evaluating various publications and industry
associations for the same.
Recently, we came across your website / publication and would like to invite your
proposal for opportunities to advertise in any publications ( online or offline ) that
your organization releases.

We would appreciate if you could share the following information with us :

1. Name of publications / Newsletters / Emailers released by your association / group.
2. Circulation and Readership statistics across various Industry Segments.
3. Readership Profile Mix.
4. Circulation by Geography.
5. Media Release / Advertisement Tariffs with Annual, Quarterly, Monthly Rates.
6. Final discounts applicable.
Also, we would be interested in any other opportunities to partner with your
organization for
- Releasing tips on Energy Conservation to your members / subscribers.
- Advertising on your Website.
- Possibilities of conducting Seminars/talks at meet-ups, conferences.
We would request you to also mail the hard copy of your publication(s) at our address
mentioned below.
For more information on Forbes Marshall, you may visit our website:
www.forbesmarshall.com

We look forward to your prompt response.

Best Regards,
Abhishek

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 II. CONSOLIDATION OF MEDIA OPPORTUNITIES:-

III. CONSOLIDATION OF REFERENCE LETTERS:-

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